Future Strategy
Priorities for the future of Sheffield Well-being Consortium have been framed with the back drop of increasing economic uncertainty and potential reduction in contracting opportunities for the sector. At the same time, the government changes to the NHS and the commissioning landscape open real opportunities for Sheffield Well-being Consortium. The emphasis on social enterprises playing a key role in delivering public services and functions presents Sheffield Well-being Consortium and its members with an excellent opportunity. We believe that the consortium model is ideally placed to exploit these opportunities and meet the challenges our members face.
The future plans can be seen in three broad areas:
Firstly, Sheffield Well-being Consortium will consolidate its existing position ensuring high quality management and coordination of existing contracts and the Hub staff team and resources.
Secondly, Sheffield Well-being Consortium will seek to widen opportunities for securing additional contracts and funding for members. This will involve positioning Sheffield Well-being Consortium as a ‘lean and intelligent client’ able to manage large ‘block contracts’ and provide efficient and high quality services through its internal sub contracting arrangements with members. We will also future proof Sheffield Well-being Consortium by ensuring sustainability of the consortium Hub.
The third broad area will be to promote the services that our members provide and Sheffield Well-being Consortium as a whole can ‘offer’.
All of the plans will dove tail with our overall high level aim which is to;
‘increase the turnover in line with the business plan targets contained in our cost plan. This will be achieved through securing contracts and grants for members and will also enable Sheffield Well-being Consortium to strengthen its infrastructure and ensure sustainability’
The specific priorities outlined below will all contribute to achieving this aim:
Priorities in detail
- Diversify the Hub’s income streams to ensure the financial sustainability of Sheffield Well-being Consortium
This will involve work around the management of contracts to the VCF Sector; Working with potential hosts in ‘Healthy Communities’ areas where there is insufficient infrastructure, generating income through membership fees and providing consultancy and training as a way of generating income to the Hub.
- Strengthen the Hub central infrastructure
Work will involve securing ISO 9001 re-examination for the Hub, developing our ICT and management systems and strengthening the Sheffield Well-being Consortium Board.
- Increase turnover so that more funding can be distributed to members to deliver frontline services
Work will continue to secure PCT and Sheffield City Council contracts; Sheffield Well-being Consortium will look to secure contracts through other agencies such as 3SC and other regional commissioners. In response to the personalisation agenda we will compile a directory of services available from members to clients who are making self directed payments. Sheffield Well-being Consortium will also look to ensure the continuation and sustainability of the Health Champions programme.
- Research the potential for geographical expansion
We will commission research into the potential membership offer and contracting opportunities across the region.
- Continue to raise the profile of Sheffield Well-being Consortium
We will develop and implement a marketing strategy; review and develop our website, and produce regular promotional literature and produce a system for measuring the social return on investment for contracts delivered Sheffield Well-being Consortium.
- Ensure that membership network is fit for purpose
We have recruited a membership officer and will identify gaps in the current ‘offer’ and target potential members to fill these gaps. We will also identify gaps in the contract readiness of members and facilitate training and support where required.
